SAN DIEGO COMMUNITY COLLEGE DISTRICT
Delivering Better Projects through Fostering Lean Construction and Integrated Project Delivery Behaviors
Presented to CMAA Leadership Forum New Orleans, LA – May 6, 2013
Lean Construction
A World View – Extreme Lean!
San Diego Community College District
Construction Productivity in the U.S.
3
San Diego Community College District
Construction Waste in the U.S. Current Manufacturing Support Activity 12%
Waste 26%
Value Added 62%
Current Construction Support Activity 33%
Waste 57%
Value Added 10% Source: Construction Industry Institute
4
San Diego Community College District
Construction Waste in the U.S. Typical Types of Construction Waste: • • • • • • • • • • • •
Rework Requests for Information Change orders Inadequate Resources Inefficient work flow Work arounds Multiple handling of material Excess material Waiting on supplies Waiting on another trade Safety losses Improper sequencing of work
5
Lean Construction
What is Lean Construction? Shared principles: 1. 2. 3. 4.
Whole System Optimization through collaboration and systematic learning Continual improvement/pursuit of perfection involving everyone in the system A focus on delivering the value desired by the owner/client/end-user Allowing value to flow by systematically eliminating obstacles to value creation and those parts of the process that create no value 5. Creating pull production The priority for all construction work is to: 1. Keep work flowing so that the crews are always productive installing product 2. Reduce inventory of material and tools, and 3. Reduce costs (From Wikipedia)
6
6
Lean Construction
Who is Going Lean?
7
7
Why Go Lean?
8
Why Go Lean?
(From UHS Lean Project Delivery Guide) Fundamentals of Lean: • To understand value from the customer’s perspective and to only take actions which deliver that value (thus eliminating waste). • Waste is disrespectful 1. to humanity – squanders scarce resources 2. to individuals – adds work 3. to clients – adds cost/time/aggravation • Become a leaning organization through relentless reflection and continuous improvement as a team. Status quo is never acceptable. • Lean is about inspiration and empowerment. People are empowered to affect decisions and the work itself which not only delivers better projects, but leads to heightened satisfaction for all. • Lean is about developing principles that are right for your organization & diligently practicing them to achieve high performance. It is not about imitating the tools used by Toyota in a particular manufacturing process.
9
Lean Philosophies Lean Philosophies • Define customer value • Identify and remove waste
• Innovate and perfect
Value • Value is defined by the owner
• Value is not cost
10
10
The Eight Wastes as Defined by Toyota (and Liker) 1. Overproduction
2. Waiting 3. Unnecessary transport 4. Overprocessing 5. Excess inventory 6. Unnecessary movement 7. Defects 8. Unused employee creativity
11
11
San Diego Community College District
Why Did We Go Lean? Reduced operating budgets of $46 million in past four years (-16%) Increased build environment footprint of 1.3 million square feet (+65%) Capital funding from locally approved and funded general obligation bonds Reduce waste, create greater value
12
San Diego Community College District
Practicing the Toyota Way Business Principles
13
San Diego Community College District
The Toyota Way Business Tools • The Machine that Changed the World – James Womack • The Toyota Way – Jeffrey Liker
14
San Diego Community College District
Early (and continued) Attitudes Toward Lean We’ve tried that.
We already do that. We don’t need it. It won’t work here. We don’t build cars. We’re different. The other guy needs it, not me. We’re doing well, so why change? Credit: Lean Construction Institute
15
San Diego Community College District
Rainbow Report
16
San Diego Community College District
Schedule Performance Traditional Design-Bid-Build Change Order Rate
Project Delay
Average = 10.8%
Average = 43.5 Days
CM Multi-Prime Change Order Rate
Project Delay
Average = 7.1%
Average = 19.5 Days
17
San Diego Community College District
Integrated Project Delivery (IPD)
http://www.aia.org/ipdg 18
San Diego Community College District
IPD – What Is It? Project delivery approach that integrates people, systems, business structures, and practices to optimize project results, increase value to the owner, reduce waste and maximize efficiency of project delivery. Distinguished by highly effective collaboration among the owner, prime designer and prime constructor commencing at early design through project completion. 19
San Diego Community College District
IPD – Why Do It? An integrated design process allows decisions to be made early when the opportunity for change is maximized and the cost of changes are minimized.
MacLeamy Curve 20
San Diego Community College District
Integrated Project Delivery Charter
21
IPD Programs in the United States
San Diego Community College District
Schedule Performance
Is Critical Path Scheduling Obsolete?
23
San Diego Community College District
Schedule Performance -
SDCCD Experience: 30 Major Projects with CPM Scheduling 3 (10%) finished on time
- Research by Glenn Ballard and Greg Howell indicated only 54% of planned weekly activities get completed.
-
LastPlanner pull system – a better way (typically 80-90% percent promises kept) 24
San Diego Community College District
Pull Planning
25
San Diego Community College District
Pull Planning
26
San Diego Community College District
Pull Planning Workshop
27
San Diego Community College District
Target Costing – Project Budget Development Space Programming Efficiency Targeted Cost Per Sq. Ft.
28
San Diego Community College District
BIM Standards
http://public.sdccdprops-n.com/Design/SDCCD%20%20Building%20Design%20Standards/SDCCD%20BIM%20Standards%20Version%202.pdf 29
San Diego Community College District
BIM Clash Detection Building Construction Mechanical piping hits cable tray and fire protection piping in ceiling space
Survey Average Results Man-hour Savings = 61 Delay Savings = 3 Days Cost Savings = $30,349.00
Number of Clashes Shown in Example = 9 Savings per Clash Resolved = $3,372.00 Courtesy Sundt Construction
30
San Diego Community College District
Change Order Metrics – BIM vs. No BIM Change Orders Errors & Omissions BIM: 1.1% No BIM 3.3%
Total 4.1% 8.6%
31
San Diego Community College District
Schedule Impacts – BIM vs. No BIM Average Days of Delay BIM: 24.5 No BIM: 79.6
32
San Diego Community College District BIM Integration: Mesa College Social & Behavioral Sciences Building
33
San Diego Community College District
MacLeamy – Buildings Are Assembled Not Built
34
San Diego Community College District
Off-site Fabrication Trends
Exterior skin – Mesa College Math & Science Building
Columns and Double Ts – City College Arts & Humanities Building
35
San Diego Community College District
Off-site Pre-Fabrication Trends Mechanical systems off-site racking – Mesa College Math & Science Building
36
San Diego Community College District
Off-site Pre-Fabrication Trends
Pre-fabrication warehouse – University Mechanical & Engineering 37
San Diego Community College District
Off-site Pre-Fabrication Trends
38
San Diego Community College District
Changing Paradigm and the Value Proposition
What is the value proposition for team members in this project delivery paradigm shift? 39
San Diego Community College District
Questions? David Umstot, PE
Vice Chancellor, Facilities Management San Diego Community College District dumstot@sdccd.edu (619) 388-6546